Category Archives: Team Development
We live in the most connected world ever. Social media, cell phones, satellite broadcasts, internet – we have launched so many methods to reach out and touch someone across the globe.
Yet how connected are we, truly, with our own teams?
Have we connected the dots within our organizations? Are there opportunities where teams and individuals are isolated from each other? In a connected organization, people having access to everything and everyone is where it’s at.
Here are some real definitions of what connection is about:
Connect. To link people, A to Z, Amanda to Zech. Join together to provide access, communication. It’s vital to understand this concept as your starting point.
Connector. The person doing the connecting. The leader, but building everyone into connectors themselves. As a leader, are you instigating connection? Are you developing others to be connectors as well?
Connected. All systems are set up. The process is in place, and working. All points lead to everywhere.
Connection. An established link between two or more people. An relationship in which a person, idea, or things is linked to someone or something else. Every connection is unique based on the people’s needs from each other.
Connecting. To build the personal open network. The process of bringing together. What are you doing each day to bring people together?
It may seem like a lot, but the process to start is quite easy. How does a leader connect?
Build trust & mutual respect. People only connect with those of common bond and trust. This foundation is critical to any relationship.
Open communication – both ways. A conduit provides access from A to B, but does not restrict the flow to just one way. Foster and develop people to open the lines. This can only happen when the trust and respect above is established.
Make sure all points/dots are connected. Anyone not in the loop? Everyone have access to everyone else, resources, vision? Make every effort to link everyone, through formal and informal means, systems, personnel functions, and so on. “No employee left behind.”
Check for weak connection links. Daily. Examine every interaction in your organization against the connection model. Find the weak links. Fix them, or replace them, before the chain snaps.
Foster and encourage internal & external connection. Within the organization, yes. Outside of the organization, even better. Get your people connected and involved w/ mentors outside, organizations, and associations. Don’t make your organization an island. Connect entire teams, companies, and industries with this connectivity culture and watch the magic happen.
We live in the “connection economy” today. Don’t circumvent your people. Work on connecting everyone to form a stronger web of vision and synergy.
A recent workplace training study over the last year resulted in an astonishing fact:
Between 79-80% or workplaces spent less than $1000 in training on their employees
That’s a staggering amount and even more when you break it down further:
- Given a median hourly rate of $22, this equates to 45 hours of training
- 45 hours is just barley the first week of work for a full-time employee
- This is an annual figure, meaning onboarded staff from prior years barely get 1 hour of training and development a week
- Weekly, the average employee gets less than $20 of training spent on them to develop skills or increase productivity
It’s no wonder that lack of adequate training, development of skills, and creation of new challenges are a consistent metric that appears in most every survey of why employees leave.
Leaders and organizations can do better than this. So as to get our mental acuity focused into the realm of increasing training competency, here is a checklist of items you’ll want to consider in making your training programs effective to better develop your staff and organization.
- Onboarding with Clear Expectations.
- Onboarding with a Mentor, Big Sister/Brother
- Mini-boot camp (or training camp) training (any title will do)
- Yearly skills calibration
- Micro-learning accessibility
- Tailor training methods to meet employees needs, not company’s (or the trainer’s)
- Thread Culture, Values, Vision through every fabric of training (yes, the finance team too!!)
- Subject ALL staff, from hourly to C-level – to the exact same training modules and sessions
- Mix up remote digital training with in-person small groups
- Find each person’s needs and match to a training plan
- Train every day (athletes and orchestras do it!)
- Make training a bigger budget line item – it does ensure a solid ROI if done right
- Leadership must by in
- Training must be a culture, not a counter-culture
- Always work to improve content, engagement, and relevancy
- Ask trainees for feedback personally, not through a survey
- If you do ask for feedback through a survey (because some of you will), leave open ended comment boxes so employees aren’t penned into a few irrelevant answers that don’t allow them honest feedback
- Infuse fun and creativity
- Encourage training credit in extra-curricular training that augments and dovetails into the work (thru Lynda.com, local colleges, online sessions, etc)
- Reinforce continually to keep skills sharp throughout their career
- Have a monthly training focus throughout the entire organization to rally around a core value (customer service, safety, communication, integrity, etc)
- Combine learning styles for maximum impact and reach
- Include your hourly staff in teaching to build there skills and grow future teachers, trainers, subject matter experts, leaders
- Don’t make it boring – mix it up with breaks, change seat locations, content structure to avoid boredom and increase retention
These are just a few of the many ways great companies get proper training done. It’s easy – if you’re willing to make it happen. And it reaps benefits – if you execute it correctly.
If you have other methods of training that you’d like to include, please list them below!!
If many leaders took the time to be self-aware and accountable, they would discover so much about how they hamper their credibility and effectiveness in their role.
In today’s world of shifting blame, wanting immediate (though unrealistic) results, and rushing from task to task without deep thought, many leader’s today run into traps that an honest self-assessment and shoring up can avoid. Here are some ways that leaders, and perhaps yourself, may be destroying our credibility as an effective and respected leader:
- Blaming others for a ball dropped on our end
- Not listening to instructions, expectations, feedback, or requests
- Pushing through to get results, or other subtle or overt ways of bullying
- Making hyperbolic claims to generate an emotional response and get a desired outcome
- Having an unrealistic time frame or expectation
- Being frustrated at other’s inefficiency or incompetence when they were not properly trained
- Not communication expectations and being frustrated when they are not met
- Being late, short in tone, or barely engaged in any personal interaction
- Calling others to account for failed performance without having all the facts
For any leader to have any success, they must be able to understand their thoughts and communicate them to everyone in their sphere. They must also come to grips with realism, both within themselves and with others, to ensure they know processes and improvement measures. Great leaders speak plainly, with facts, and take the heat for any missteps on their end. Overall, the best leaders are astute at gathering information, communicating if to everyone involved, and processing the feedback to improve performance, expectations, and processes with maximum engagement and minimal disconnect and confusion.
Determine to build these skills within yourself and watch the impact and turnaround your organization will reap from having a credible and capable leader who can properly process what goes on around them.